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Growth Etudes 4: Hiring UncertaintyI fought for my first job. I'd never before been in that kind of competitive position, wanting to do everything I could and knowing there was little I could do. Hiring is an imperfect process of risk reduction. Given the often intense, multidimensional nature of Foresight’s projects, and our relatively small team, identifying the right person is essential. As much as I might interview a candidate, check their references, and get to know them, I’ve come to the conclusion that it’s nearly impossible to predetermine a good fit. Compatibility is ultimately determined in the trenches. I’m eager for Foresight to grow. New hires are necessary, but also seemingly fraught with the potential for failure, perhaps more so than they were in the past. Things are going well. Foresight is not a start-up. There is something to lose, if only momentum toward our organizational goals. I want to assuage my fears, find some new equilibrium upon which to better recruit, assess and act. As a consultancy, Foresight’s multidisciplinary staff are its product. The challenge is reducing the barriers to discovering, hiring and integrating such people, perhaps even fighting for them, even when, in the end, I’m not completely sure.